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27 chapter four Case ExampleS The literature review and survey results provided a wealth of A comprehensive SSPP covers the components of safety detailed information on the core issues related to bus operator and assigns accountability and responsibilities. A bus safety safety programs. Following the review and analysis of this committee comprised of labor and management representa- information, transit agencies were selected as case example tives meets monthly to plan responses to current safety issues. sites. The case examples are intended to provide additional detail and insight on active and innovative practices and Recently, DART implemented a series of initiatives to related issues on the use of reward and discipline to promote engage front-line employees in the goals of the organization transit safety. through three primary methods: The nine case example agencies included (see Figure 22): The safety and training department, through safety meet- ings, attempts to enhance the communication with and Dallas Area Rapid Transit (DART), Dallas, Texas between operators and supervisors. Fayetteville Area System of Transit (FAST), Fayetteville, DART has implemented performance incentive programs North Carolina (with both team and individual reward components). Management has designed a better process for hazard GO Transit, Ontario, Canada identification and resolution though interactive com- King County Metro (KC Metro), Seattle, Washington munication with employees. Minnesota Valley Transit Authority (MVTA), Twin Cities Area, Minnesota Until recently, DART held paid bi-monthly, mandatory, River Cities Public Transit, Pierre, South Dakota one-hour safety meetings with operators. Attendance was SouthWest Transit, Eden Prairie, Minnesota exceptional, ranging from 92% to 96%. The meetings were Utah Transit Authority (UTA), Salt Lake City, Utah held three different times during the day at all three divisions Wind River Transportation Authority (WRTA), Riverton, in order to accommodate drivers' schedules. Funding cuts Wyoming have caused the frequency of those meeting to be reduced from bi-monthly to quarterly. Agency Disciplinary Practices Dallas Area Rapid Transit, Dallas, Texas DART employees participate in a progressive discipline pro- gram that is administered by management. Discipline steps Agency Description include verbal warnings, written warnings, suspension and termination. The procedures are "endorsed" by the local Founded in 1983, DART transit agency serves the city of Amalgamated Transit Union during a process called "meet Dallas, Texas, and extends into 12 nearby suburbs. The ser- and confer" where both labor and management come to the vices provided by DART include bus, light rail, commuter table with their proposals for changes and attempt to work rail, and paratransit services. Daily ridership nears 250,000 toward agreement. This process is different than collective passenger trips. The bus system is comprised of an active bargaining, as Texas is a right-to-work state. fleet of 674 vehicles operating 113 routes out of three geo- graphically dispersed divisions. DART employs more than 1,100 bus operators. Agency Incentive/Rewards Program Through DART's Employee Performance Incentive Program, Organizational Approach to Safety operating divisions compete to achieve goals for on-time per- formance, late pull-outs, unscheduled absences, complaints, DART's mission statement includes the phrase, "... to build, ridership, cost-per-mile an hour, and accidents per 100,000 establish, and operate a safe, efficient, and effective transpor- miles. The winning division receives recognition each quar- tation system ..." The statement is displayed throughout the ter, including a catered lunch. Additionally, individuals can organization. qualify for bonuses if they do not have any safety infractions,